By the end of this year I will be completing a year-end writing with a business resolution (sort of to-do lists) by 2018. Interestingly, this resolution is specifically aimed at companies that are confused because their industry is affected by disruptions.
The 3 Disruptors: DML
There are three disruptive forces that will tear down the 2018 business landscape, which are digital, millennials, and leisure (I'm short: DML). The power of digital disruption to incumbent companies is getting deeper and lethal by 2018. Ecommerce is beginning to become the mainstream of displacing traditional retailers, startup fintech is slowly starting to undermine traditional banks, sharing shake-up transport platforms, accommodation to music / movies.
Millenial population is now almost 35% of the population of Indonesia and in the next 5 years will be the dominant market forces in the country. Millennials have values and behaviors that are different from previous generations (I call generational cut-offs) that potentially disrupt various industries: FMCG, retail, property up to f ashion.
Meanwhile in the leisure sector, shifting consumers from goods-based consumption to experience-based consumption will produce disruptions in various sectors such as retail, automotive, manufacturing, packaged food. Here is a 2018 business resolution for players in some industries that are disrupted by nan agile startup players.
1.Royal: End of Era Department Store
This year traditional retailers began to fall: Glodok and Roxi were quiet, some Sun and Ramayana outlets closed, Sevel went bankrupt, as did Dabenham global retailer Lotus, H & M ceased operations. The reason is there are two: first, consumers turn to online shopping; second, they cut down on goods and replace them with experience. Resolution: Traditional retailers must carry the concept of leisuretail by transplanting leisure into the retail business model. In addition they must develop a goomnichannel strategy to expand access to consumers both offline, online and mobile.
#Bank: The rise of Fintech
Fintech penetration in accessing financial products facilitates transactions and increases financial literacy deepening. Startup fintech is increasingly aggressive in penetrating into various financial services business portfolios ranging from payment, lending, financial planning (personal finance), retail investment, crowdfunding, remittance to financial research. Resolution: Collaborate or buy with fintech startup (build option is less so realistic because it's not enough agile and speed to build your own fintech).
Gopay's success story developing a business illustrates the importance of building a digital ecosystem, not just apps. Starting from an online ojek service (Go-Ride), Go-Jek expanded its service range from Go-Car, Go-Food, Go-Go, Go-Mart, Go-Box to Go-Tix.
To serve transactions all lines of the service required a means of payment, then was born Go-Pay. The pattern is the same, Go-Pay was then expanded into various other service lines such as Go-Bill, G-Point to Go-Pulsa. In 2018 even Go-Pay will be independent from the Go-Jek ecosystem.
There is a similar pattern in Go-Jek's journey of expanding its online transport business and financial services, focusing on core business and core customers, then gradually and consistently widening to other businesses (adjacent business). Resolution: For in-bank players and telko players entering the payment fintech business: start from core business and core customers, then widen to other services and businesses.
Another severely disrupted sector is telko. Pendisrupsinya is OTT (over-the-counter) services are none other than global giants like Google, Apple, or Facebook. Mid-year 2017 Ooreedo has thrown a towel to give up by stopping his digital business (Cipika and Dompetku). Telkomsel's T-Cash is also like a road in an undesirable place Go-Pay.
What happens if the big three (Telkomsel, XL, and Ooreedo) do not go into the digital realm and are still locked in the network business? They will face a market that is not sustainable because of the threat of commoditization. Resolution: Do not give up, building a digital business is not easy for telko players. The key remains one: the digital transformation.
Blue Bird can be a successful corporate model in c umbent t which is impacted by a digital tsunami, learns fast, adapts quickly, and then finds its returns. After struggling for the last 3 years, Blue Bird has finally found its service differentiation when compared to online taxis. Blue Bird is identical to "the driver knows the road," "the car is standard and clean", or "never cancel the order".
While taxis are on.
